Chapter 9
Successful Employee Communication
Author Chapter Notes
Although at first glance it may seem like this chapter is out of place for an HRM book,
consider the importance of communication as HR managers. Most of what we do, in fact,
is communication. While many students may have already received some of this
information in OB classes, we feel a review of the pertinent material to HR is important.
In this chapter, we discuss some of the components of good communication, including
active listening and nonverbal language. We also discuss management style and the
importance of management style to the successful functioning of the organization.
In this chapter, rather than including a chapter case, two activities are presented. These
activities provide experiential learning opportunities for students; they are fun and can
prove the point of the importance of excellent communication.
Section 1 Learning Objectives
1.
2.
3.
4.
Explain the concept of emotional intelligence.
Describe the four types of communication in the workplace.
Explain the various communication styles and identify your own style.
Define nonverbal communication and describe the importance of it in an HR
setting.
Section Notes


Emotional intelligence or EI is a different form of intelligence. It has nothing
to do with IQ and can be more important than IQ to determine our success at
work.
o Knowing your emotions: If we don’t know how we feel about
something, it can be difficult to communicate. It may seem obvious to
know what we are feeling from moment to moment, but oftentimes we
do not. How we feel impacts our body language as well as our verbal
communication.
o Managing emotions: awareness of these emotions allows you to
manage them.
o Motivating self: This goes without saying in a management or human
resource role. This is the key not only to career success but also to
personal success.
o Other’s emotions: The ability to see and understand emotions in other
people
o Managing Relationships: ability to handle conflict, teamwork.
A communication direction refers to the way in which information is shared.
© Laura Portolese Dias 2011, published by Flat World Knowledge
1








Upward communication is when the lower levels of an organization
communicate with the upper levels of an organization. Some examples might
be an employee satisfaction survey using online survey tools such as
SurveyMonkey. These kinds of tools can be used to determine the changes
that should occur in a company. Oftentimes human resource departments may
develop a survey such as this to find out how satisfied the employees are with
things such as benefits. Then the organization can make changes based on the
satisfaction level of the employees. Employees might also engage in upward
communication in a given work situation. They might tell their manager their
plate is full and they can’t take on any new projects. This is considered
upward communication, too.
Downward communication is the opposite of upward communication, in that
the communication occurs from the upper levels of an organization down to
the lower levels of the organization. A manager explaining how to do a task to
an employee would be considered downward communication. Development
of training programs to communicate safety in the organization might be
another example. A change in a pay or bonus structure would be
communicated using the downward approach as well.
Diagonal communication approach occurs when interdepartmental
communication occurs with people at different levels of the organization.
When the human resources assistant speaks with the marketing manager about
the hiring of a new employee in marketing, this would be considered diagonal
communication.
Horizontal communication occurs when people of the same level in an
organization, for example, a marketing manager and a human resource
manager, communicate usually to coordinate work between departments. An
accounting manager might share information with a production manager so
the production manager knows how much budget they have left.
People with an expresser communication style tend to get excited. They like
challenges and rely heavily on hunches and feelings. Depending on the type of
business, this can be a downfall as sometimes hard data should be used for
decision-making purposes. These people are easily recognized because they
don’t like too many facts or boring explanations and tend to be antsy if they
feel their time is being wasted with too many facts.
People with a driver style like to have their own way and tend to be decisive.
They have strong viewpoints, which they are not afraid to share with others.
They like to take charge in their jobs and also in the way they communicate.
Drivers usually get right to the point and not waste time with small talk.
People with a relater style like positive attention and want to be regarded
warmly. They want others to care about them and treat them well. Because
relaters value friendships, a good way to communicate well with them is to
create a communication environment where they can feel close to others.
People with an analytical communication style will ask a lot of questions and
behave methodically. They don’t like to be pressured to make a decision and
prefer to be structured. They are easily recognized by the high number of
questions they ask.
© Laura Portolese Dias 2011, published by Flat World Knowledge
2








First, a passive communicator tends to put the rights of others before their
own. They tend to be apologetic or sound tentative when they speak. They do
not speak up if they feel like they are being wronged.
An aggressive communicator, on the other hand, will come across as standing
up for his or her rights, while possibly violating the rights of others. This
person tends to communicate in a way that tells others they—or their
feelings—don’t matter.
An assertive communicator respects the rights of others and themselves when
communicating. This person tends to be direct but not insulting or offensive.
The assertive communicator stands up for his or her own rights but makes
sure the rights of others aren’t affected.
Nonverbal communication can include things like body language, eye contact,
hand gestures and facial expressions.
Competitive or combative listening happens when we are focused on sharing
our own point of view instead of listening to someone else.
In passive listening, we are interesting in hearing the other person and assume
we hear and understand what the person says correctly, without verifying.
In active listening, we are interested in what the other person has to say and
we are active in checking our understanding with the speaker. For example,
we may restate what the person has said and then verify our understanding is
correct. The feedback process is the main difference between passive listening
and active listening.
Active listening involves four phases. Sensing refers to getting the actual
message, which includes nonverbal clues. When we interpret, we put it in a
context we understand. We then evaluate the information, and respond.
Key Takeaways






Emotional intelligence can be improved over time, unlike IQ, which
stays stable throughout life.
Emotional intelligence includes knowing and managing your
emotions, motivating yourself, recognizing and understanding other
people’s emotions, and managing relationships.
There are four types of communication at work: downward, upward,
horizontal, and diagonal. All types of communication can happen at
once, especially with the use of blogs and social networking sites.
Companies that use good communication tend to have less turnover
and less absenteeism.
There are four main types of communication styles: expresser, driver,
relater, and analytical. The better we can understand our own style of
communication and the communication styles of others, the easier it
will be to communicate with them.
Passive, aggressive, and passive-aggressive behaviors are not healthy
ways of communicating. Assertive behavior, on the other hand,
© Laura Portolese Dias 2011, published by Flat World Knowledge
3


respects one’s own rights and the rights of others.
Nonverbal communication is one of the most important tools we can
use to communicate how we feel. Watching others’ body language can
give us signals as to how they may really feel.
Listening is also an important part of communication. Active listening
occurs when we are interested in what the other person has to say, and
we check with the speaker to make sure we understand what they have
said.
Exercises and Solutions
1. Learn more about your EI by going to
http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121 and
taking the test. Then answer the following questions:
a. What did the test say about your EI?
b. What are some things you can do to improve your EI? What strategies
might you use to improve your EI?
Answers: Of course, answers will vary based on the student’s input. I suggest
having students take this quiz in class in a computer lab and sharing results in
teams. Students can improve EI by gaining an awareness of themselves,
paying attention to emotions, and managing relationships.
2. Which communication style, the expresser, driver, relater, or analytical, do
you typically use? How can you get better at understanding other people’s
style and get comfortable communicating in their own style?
Answer: The correct answer will depend on the student, but look for
understanding and self awareness of communication style. Point out to
students the easier they can identify another’s communication style, the easier
it may be to communicate with the other person.
3. Do you tend to be passive, assertive, or aggressive? Give an example of when
you used each style and discuss the result.
Answer: The point of this question is to have students understand that we
may use a different style depending on the situation. While answers will vary,
ask students to identify situations in which they tend to be more passive or
aggressive. Is there a pattern to when these are used? For example, someone
may tend to use a more aggressive style when they are uncomfortable or
angry. Our goal with this question is to create self awareness, an emotional
intelligence skill.
4. Take a few hours and watch the body language of the people in your
workplace or personal life. Pay careful attention, really being aware of body
© Laura Portolese Dias 2011, published by Flat World Knowledge
4
language. What was the situation? What kinds of body language did they
show?
Answer: Again, answers will vary greatly. You can ask students to discuss
their responses in a small group for maximum benefit. The purpose of this
question is to get students to think about body language and, hopefully, to
think about their own body language and what they may be portraying to
others.
Extra Discussion Question
1. Most people believe they are good listeners without considering the
differences between hearing versus actually listening to another person. To
assess listening skills, take the following quiz:
http://psychologytoday.tests.psychtests.com/take_test.php?idRegTest=1605
Answer: Ask students to cut and paste the “snapshot” report to turn in. To
debrief this question, ask students strategies they can use to become better
listeners, such as repeating, making sure the speaker has full attention, avoid
doing other things while listening, etc.
Key Terms
emotional intelligence (EI)
The ability to know and manage our emotions, motivate ourselves, understand others’
emotions, and manage relationships.
downward communication
The opposite of upward communication, in that the communication occurs from the
upper levels of an organization down to the lower levels of the organization.
upward communication
When the lower levels of an organization communicate with the upper levels of an
organization.
horizontal communication
When people at the same level in the organization communicate.
diagonal communication
Interdepartmental communication occurring at various levels of the organization.
expresser communication style
A communication style that is easily excitable and relies heavily on hunches and feelings.
driver style
© Laura Portolese Dias 2011, published by Flat World Knowledge
5
A communication style in which a person likes to have his or her own way and be
decisive.
relater style
A communication style by someone who prefers to be warmly regarded and have positive
attention.
analytical communication style
A communication style in which a person tends to ask a lot of questions and behave
methodically.
passive communicator
A communication style in which the person puts the rights of others over themselves.
assertive communicator
Respects the rights of themselves and others when communicating.
aggressive communicator
The style of a person who stands up for his or her rights but possibly violates the rights of
others.
nonverbal language
A type of communication that can include facial expressions and eye contact.
competitive or combative listening
A type of listening that happens when we are focused on sharing our own point of view
instead of listening to someone else.
passive listening
A type of listening in which we are interesting in hearing the other person and assume we
hear and understand what the person says correctly, without verifying.
active listening
A type of listening in which we are interested in what the other person has to say and
check our understanding with the speaker.
Section 2 Learning Objectives
1. Define the various types of management styles.
2. Explain how we can determine which style to use in a variety of situations.
© Laura Portolese Dias 2011, published by Flat World Knowledge
6
Section Notes









A manager with a task-oriented style will focus on the technical or task aspects
of the job. The concern for this manager is that employees know what is expected
of them and have the tools needed to do their job.
A people-oriented style is more concerned with the relationships in the
workplace. The manager emphasizes the interpersonal relations, as opposed to the
task. The manager is most concerned about the welfare of the employee and tends
to be friendly and trusting.
Participatory management style involves both a task-oriented style and a
people-centered style. This style emphasizes how the employee’s assigned task
fits into the bigger picture. This style will provide support and input where
needed. As a result, the focus is on the task but also on the person and the
relationships required to get the task done. This style might be used when the
employees are experienced and the deadlines reasonable enough to provide the
time needed to focus both on the task and the person.
If more hands-on management is required, a directing management style might
be appropriate. Consider a very tight deadline or an emergency situation in which
someone needs to be calling the shots. For example, in your doggie treats
business, you just received an order for one hundred dog cookies by later this
afternoon. You might consider using a directing style to make sure it gets done on
time. This style doesn’t focus on the person, but rather focuses on getting the task
done; hence it tends to be more of a task-oriented style.
A manager who uses a teamwork management style believes there is a value (or
necessity) in having people work in teams. As a result, this style tends to require a
people-centered approach. Relationships are most important, and assuming the
individuals work well together, the task will be successfully accomplished.
Autocratic style of management involves the task-oriented style. The focus is on
getting things done, and relationships are secondary. This type of manager tends
to tell people what to do and takes a “my way or the highway” approach. Another
description for this type of manager is a taskmaster. This person uses his or her
authority and makes all the decisions as to who does what, how it is done, and
when it should get done.
On the other hand, a participative style constantly seeks input from the
employees. Setting goals, making plans, and determining objectives are viewed as
a group effort, rather than the manager making all the decisions.
On another extreme, a free-rein style gives employees total freedom to make
decisions on how things will get done. The manager may establish a few
objectives, but the employees can decide how those objectives are met. In other
words, the leader tends to be removed from the day-to-day activities but is
available to help employees deal with any situation that may come up.
In the Path Goal Model for Leadership, the leader lays the path for employees
to follow and gives them the tools to meet the goal. They clarify the task and the
scope of the process. The focus is more by coaching. This theory is based on the
© Laura Portolese Dias 2011, published by Flat World Knowledge
7
idea that if employees are satisfied by the leadership style, they will be motivated
toward the goals that the leadership has.
Key Takeaways






Just like in communication, a different management style should be used
depending on the employee.
Task styles focus on getting the job done, while people-centered styles
focus on relationships.
A participatory style involves both task-oriented and people-centered
styles. A directing style is focused on the task and doesn’t allow for
employee participation. A teamwork style focuses on teamwork and is a
people-oriented style. The advantage of this style is the ability to use
strengths from everyone on the team.
An autocratic approach doesn’t allow much room for employee decision
making; the focus is on getting the task done. A participative approach
constantly requires input from employees. The free-rein approach gives
employees freedom to make decisions on how things will get done.
The situational leadership model, which looks at relationship behavior,
task behavior, and the readiness of employees, is used to recommend
different management styles.
No one management style works in all situations. Just like with
communication, you will likely want to vary your approach based on the
situation to get the best results.
Exercises and Solutions
1. Why is it important to understand management style if you are an HR
professional or manager? Discuss at least three points.
Answer: Having an understanding of management style, and advantages and
disadvantages of various management styles can help us to be better leaders
and set examples for our managers in organizations. Understanding
management style can also make the company more successful, as effective
management can be an effective motivator for employees, resulting in better
overall company performance. It can also be useful knowledge should we see
a need to create training around management style and management
effectiveness.
2. What combinations of management style might you use in each of these
situations and why?
a. You are considering a major change in the way your company does
© Laura Portolese Dias 2011, published by Flat World Knowledge
8
business. Your staff has an excellent record of achieving goals, and your
relationship with them is trusting and supportive.
b. Your employees do a great job. A situation has developed in which you
need to make quick decisions and finish a project by the end of the week.
c. Your employees are having trouble getting the job done. Their
performance as a whole is less than expected.
d. You have an employee who is very motivated but has little experience.
Answer: A supportive style is probably best for (a). Your employees have
shown they do not need a lot of guidance and if presented with company
goals, can achieve them. However, because of the change, it may require more
of a directive role for a period of time. Because of the time crunch on (b), you
may need to use more of an autocratic or directive approach. For (c) an
autocratic style is probably appropriate along with a more directing style, until
the employees are more comfortable and able to get the job done. For (d),
according to the Situational Leadership Model, high directive and high
support would probably be necessary.
Extra Discussion Question
1. What do you see as the advantages of the Path Goal Model for Leadership? The
disadvantages?
Answer: The advantages are clear in that it allows employees to work freely
without a lot of direct micromanagement. This can be a motivating factor to
employees. A disadvantage might include the leader’s ability to convey the goals
and provide the right path. Also, if the employees do not trust the manager, this
style may not work.
Key Terms
task-oriented style
A management style that tends to focus on the details of what must get done.
people-oriented style
A management style mostly concerned with the interpersonal relationships within the
organization.
participatory management style
A management style that focuses on task-centered and people-oriented styles. This style
is supportive.
directing management style
A management style in which the manager tends to direct rather than allow for feedback.
teamwork management style
© Laura Portolese Dias 2011, published by Flat World Knowledge
9
A highly people-centered approach to management in which relationships are most
important.
autocratic style
A management style that takes a task-only focus and tends to make most of the decisions
for the department.
participative style
A management style that seeks input from employees.
grouplets
A specific teamwork management style approach used by many organizations.
free-rein style
A management style that gives employees freedom to make decisions.
situational leadership model
A method of viewing the application of management styles, as developed by Ken
Blanchard.
Chapter Case
The Author discusses the case for Chapter 9:
http://blip.tv/play/sDyCsI5JAA
Additional Class Activities
Rather than a case study for this chapter, it makes sense to share some in class activities
you can do, related to communication.
1. This activity was created by Ohio State University Extension program and can be
found here: http://hostedweb.cfaes.ohio-state.edu/bdg/communication.html
Materials needed: Paper and pencil for each participant.
I am going to describe a drawing I have made of a bug. (Bug drawing attached) Without
seeing the drawing, you are to draw the bug that I describe. You may not ask questions
or talk to each other.
Describe the bug.
1. The bug is round.
2. The bug has eight legs, grouped in pairs with four legs on the left and four legs on
the right. In the pairs, one leg is longer than the other.
3. The bug has two eyes on top of the body.
© Laura Portolese Dias 2011, published by Flat World Knowledge
10
4.
5.
6.
7.
8.
The bug has two squiggly antenna.
The bug has two pea-pod shaped wings.
The bug has a spot next to each wing.
The bug has a triangular stinger on the bottom of the body
The bug has two feelers on each foot - one longer than the other, both coming from
the same side of the leg.
9. The bug has a round mouth, placed between the two eyes.
10. The bug laid five square eggs to the right of the stinger.
After everyone is finished... Hold up your bug so others in your group can see. Note
some of the similarities and differences.
Show the drawing to the entire group.
Discussion questions:
1. Why don't all the bugs look like mine? (Interpretation: everyone has a different
interpretation, based on his or her experiences.)
2. What did you think of first when you were told to draw a bug? What did you see
in your mind?
3. What could we have done differently so that your drawings and mine would have
looked more alike?
4. What would have been the advantages of allowing questions to be asked?
5. How many of you wanted questions to be asked?
6. What can we learn about communication, specifically listening, based on this
activity?
© Laura Portolese Dias 2011, published by Flat World Knowledge
11
© Laura Portolese Dias 2011, published by Flat World Knowledge
12
2. Another activity for communication requires the use of play-dough. Create a
sculpture of play-dough. Ask students to break into teams and choose the best
communicator in the team. That person will then be able to look at the sculpture
you created and describe to the team so they may copy it. The communicator
cannot touch the play dough, nor can they take pictures or use paper. They must
describe the sculpture using hand gestures and verbal language only. Once the
teams are finished, present the original sculpture to them and ask the following
debriefing questions:
1. What percentage of nonverbal versus verbal communication do you
think was used in this activity?
2. How did active listening (versus passive listening) help complete the
sculpture?
3. How can we relate this activity to our roles in HRM?
Useful Outside Resources
The Human Resource Certification Institute: http://www.hrci.org/
Society for Human Resource Management: http://www.shrm.org/Pages/default.aspx
YouTube videos:
Developing good listening skills:
http://www.youtube.com/watch?v=7AxNI3PhvBo
Active listening in mentoring and coaching:
http://www.youtube.com/watch?v=fQxJmiTQV0c
Examples of nonverbal communication:
http://www.youtube.com/watch?v=vpPX70V_zIY
A funny animation explaining the importance of precise communication:
http://www.youtube.com/watch?v=JwjAAgGi-90&feature=related
Hand gestures:
http://www.youtube.com/watch?v=PYcID4KWKe4&feature=related
Nonverbal communication:
http://www.youtube.com/watch?v=ZUXtGQkJcQ0&feature=related
Ken and Scott Blanchard discuss Situational Leadership:
http://www.youtube.com/watch?v=M1uyU3YSqes
Management and Leadership styles:
© Laura Portolese Dias 2011, published by Flat World Knowledge
13
http://www.youtube.com/watch?v=9oCNW6snPSE
http://www.youtube.com/watch?v=CEMmMrnOcmo&feature=related
© Laura Portolese Dias 2011, published by Flat World Knowledge
14